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Planning for Higher Education Journal

Published
April 1, 2015

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SCUP 50th Anniversary Interviews

Mike Moss, Jim Young, and Claire Turcotte

By: Claire L. Turcotte

What follows is a conversation with the “new kids on the block.” Meet Mike Moss, President of SCUP, and Jim Young, Chief Learning Officer.

From Volume 43 Number 3 | April–June 2015

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Planning for Higher Education Journal

Published
April 1, 2015

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SCUP At 50

Some Thoughts from a Charter Member

By: Frederick W. Mayer

My hope is that this narrative will be both a meaningful contribution to the society’s 50th anniversary celebration and the beginning of a tradition that will create a personal, as well as an official, history of the society.

From Volume 43 Number 3 | April–June 2015

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Planning for Higher Education Journal

Published
April 1, 2015

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Strategic Planning in the Academy

Reflections on What Really Matters

By: Felice D. Billups

The key to great leadership rests with the leader’s understanding of his or her followers.

From Volume 43 Number 3 | April–June 2015

Abstract: A successful collegiate strategic planning process ensures the long-term viability of an educational institution, but the reasons why some efforts succeed and others fail are myriad. This reflection, rooted in observations from the field, suggests that there may be three essential ingredients that contribute to a successful strategic planning program: leadership, context, and productive conflict.

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Planning for Higher Education Journal

Published
April 1, 2015

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Change Agent Leadership

By: Linda L. Baer,Ann Hill Duin,Deborah Bushway

Change agent leadership must identify future trends and needs, lead change agendas, invest in what makes a difference, and remain authentic and courageous.

From Volume 43 Number 3 | April–June 2015

Abstract: These are times of unprecedented change in higher education. Routine or even strategic change will not be enough to sustain institutions in the near future. Challenging times require leaders with strong skills for problem solving, crisis management and resiliency in rapidly changing environments—in other words, transformative leadership. Transformative leadership skills are distinctive among leadership skills. Based on an ABC framework, the article describes connections between the As (analytics, accreditation, accountability), Bs (decisions whether to build, buy, or buddy with partners), and Cs (culture, collaboration, and courage) that it takes to be transformative.

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Planning for Higher Education Journal

Published
April 1, 2015

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Transforming a College

The Story of a Little-Known College’s Strategic Climb to National Distinction

By: Marvin W. Peterson

From Volume 43 Number 3 | April–June 2015

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